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Managers and Management: Powerpoint Presentation by Charlie Cook All Rights Reserved
Managers and Management: Powerpoint Presentation by Charlie Cook All Rights Reserved
Chapter 1
Managers
and
Management
EXHIBIT 1.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–5
People Differences
• Operatives
People who work directly on a job or task and have
no responsibility for overseeing the work of others
• Managers
Individuals in an organization who direct the activities
of others
EXHIBIT 1.2
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–7
Identifying Managers
• First-line managers
Supervisors responsible for directing the day-to-day
activities of operative employees
• Middle managers
Individuals at levels of management between the first-
line manager and top management
• Top managers
Individuals who are responsible for making decisions
about the direction of the organization and
establishing policies that affect all organizational
members
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–8
Management Defined
• Management
The process of getting things done, effectively and
efficiently, through and with other people
Efficiency
Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
Effectiveness
Means doing the right things; goal attainment
EXHIBIT 1.3
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–10
Management
Process
Activities
Management process:
planning, organizing,
leading, and controlling EXHIBIT 1.4
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–11
Management Process
• Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
• Organizing
Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
EXHIBIT HM–1
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–30
Scientific Management Contributors
• Frank and Lillian Gilbreth
Bricklaying efficiency improvements
Time and motion studies (therbligs)
• Henry Gantt
Incentive compensation systems
Gantt chart for scheduling work operations
EXHIBIT HM–2
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–33
Weber’s Ideal Bureaucracy
• Division of Labor
• Authority Hierarchy
• Formal Selection
• Formal Rules and Regulations
• Impersonality
• Career Orientation
EXHIBIT HM–3
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–34
Human Resources Approach
• Robert Owen
Claimed that a concern for employees was profitable
for management and would relieve human misery.
• Hugo Munsterberg
Created the field of industrial psychology—the
scientific study of individuals at work to maximize their
productivity and adjustment.
EXHIBIT HM–4
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–43
The Contingency Approach
• The situational approach to management that
replaces more simplistic systems and integrates
much of management theory
• Four popular contingency variables
Organization size
Routineness of task technology
Environmental uncertainty
Individual differences